Hds insight sample

HOGANDEVELOP

INSIGHT Report for: Report Sample ID: HC788088 Date: 04 December,2014

© 2013 HOGAN ASSESSMENT SYSTEms INC.

HOGANDEVELOP

INSIGHT

INTRODUCTION The Hogan Development Survey evaluates 11 forms of interpersonal behaviour that can cause problems at work and in life. Behaviours associated with elevated HDS scores can be strengths, but when overused can derail relationships and careers. Individuals who understand their performance limitations have more successful careers. This report builds self-awareness by highlighting behavioural tendencies of which Mr. Sample may be unaware.

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The HDS identifies behavioural tendencies that emerge when a person is stressed, bored, or fatigued.

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Research shows that people with lower HDS scores have fewer problems at work. High-risk and moderate-risk scores indicate areas of concern, but low scores indicate underused strengths that also deserve attention.

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The average person has three or four high-risk HDS scores.

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Mr. Sample's HDS scores should be interpreted in the context of his everyday performance provided by a measure of normal personality, like the Hogan Personality Inventory.

SCALE DEFINITIONS HDS SCALE Surname

LOW SCORERS MAY SEEM

HIGH SCORERS MAY SEEM

Excitable

to lack passion to lack a sense of urgency

easily annoyed emotionally volatile

Sceptical

naive gullible

mistrustful cynical

Cautious

overly confident to make risky decisions

too conservative risk averse

Reserved

to avoid conflict too sensitive

aloof and remote indifferent to others' feelings

Leisurely

unengaged self-absorbed

uncooperative stubborn

Bold

unduly modest self-doubting

arrogant entitled and self-promoting

Mischievous

over controlled inflexible

charming and fun careless about commitments

Colourful

repressed apathetic

histrionic noisy

Imaginative

too tactical to lack vision

impractical eccentric

Diligent

careless about details easily distracted

perfectionistic micromanaging

Dutiful

possibly insubordinate too independent

respectful and deferential eager to please

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HOGANDEVELOP

INSIGHT

EXECUTIVE SUMMARY Based on Mr. Sample's responses to the HDS, when he is not proactively managing and monitoring his behaviour, he seems: •

To manage his emotions appropriately.

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To question others' motives and intentions, which may prevent him from trusting others.

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Willing to make decisions before having the necessary information or relevant buy-in from others.

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Responsive to the needs and concerns of others, willing to listen and to express concerns.

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Able to make tough decisions and tell people no when it is appropriate.

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Unassuming, deferential, modest, and unassertive, but also a congenial team player and colleague.

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Charming, risk-taking, fun, careless about commitments, and quick to smooth over mistakes that he makes.

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Lively, fun, attention-seeking, distractible, and the life of the party.

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Strategic, forward thinking, innovative, impractical, distractible, and easily bored.

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Unconcerned about rules, procedures, and standardised processes, but flexible, adaptable, and able to change directions quickly.

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Independent, even irreverent, and willing to challenge authority and the status quo.

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HOGANDEVELOP

INSIGHT

PERCENTILE SCORES The percentile scores indicate the proportion of the population who will score at or below Mr. Sample. For example, a score of 75 on a given scale indicates that his score is higher than approximately 75% of the population.

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Scores of 0 to 39 are considered no risk Scores of 40 to 69 are considered low risk Scores of 70 to 89 are considered moderate risk Scores above 90 are considered high risk

Excitable

69 Sceptical

87 Cautious

27 Reserved

66 Leisurely

3 Bold

20 Mischievous

98 Colourful

79 Imaginative

75 Diligent

1 Dutiful

5 Norm: Global

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INSIGHT

SCALE: Excitable 69 DESCRIPTION The Excitable scale concerns working with passion and enthusiasm, but also being easily frustrated, moody, irritable, and inclined to give up on projects and people.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Excitable scale suggests he tends to: • Deal well with frustrations and setbacks • Manage his emotions • Persist even when frustrated • Be appropriately passionate • Be tolerant of others' shortcomings

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• Describe the type of passion you bring to your work.

• Describe the manner in which you regulate your emotions.

• Describe how you usually express your emotions.

• How do you typically approach new projects?

• How do you respond to setbacks or disappointments in a project?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Volatile Moody, often angered or annoyed, easily upset and hard to soothe

H I G H

R I S K

Easily Disappointed Initial passion for people and projects, who inevitably disappoint, and passion then turns to rejection

H I G H

R I S K

No Direction Lacking few well-defined beliefs or interests, but with regrets about past behaviour

H I G H

R I S K

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HOGANDEVELOP

INSIGHT

SCALE: Sceptical 87 DESCRIPTION The Sceptical scale concerns being alert for signs of deceptive behaviour in others and taking action when they are detected.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Sceptical scale suggests he tends to: • Be suspicious and uncooperative • Seem sensitive and defensive • Be critical and argumentative • Be insightful about others' motives • Be preoccupied with organisational politics

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How do you usually establish trust with others?

• How do you remain in tune with office politics?

• Describe your typical approach to giving a work colleague feedback.

• How do you foster trust within your team?

• How do you respond to negative feedback?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Cynical Prone to doubt others' intentions and assume they have bad ulterior motives

H I G H

R I S K

Mistrusting Generalised mistrust of people and institutions; being alert for signs of perceived mistreatment

H I G H

R I S K

Grudges Holding grudges and being unwilling to forgive real or perceived wrongs

H I G H

R I S K

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INSIGHT

SCALE: Cautious 27 DESCRIPTION The Cautious scale concerns risk aversion, fear of failure, and avoiding criticism.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Cautious scale suggests he tends to: • Be unafraid to take risks • Not worry about making mistakes • Not think carefully about the potential consequences of his decisions • Seem willing to innovate • Handle criticism and negative feedback well

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• Describe your decision-making process when all of the facts are not known.

• How do you respond to risky projects or decisions?

• How do you balance the positive and negative risks of a decision?

• How do you typically respond to failure?

• How do you determine the best time to make a decision?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Avoidant Avoiding new people and situations to avoid imagined potential embarrassment

H I G H

R I S K

Fearful Afraid of being criticised for making mistakes and being reluctant to act independently or make decisions

H I G H

R I S K

Unassertive Unwilling to act assertively and therefore prone to being overlooked or ignored

H I G H

R I S K

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ID:HC788088

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SCALE: Reserved 66 DESCRIPTION The Reserved scale concerns seeming tough, aloof, remote, and unconcerned with the feelings of others.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Reserved scale suggests he tends to: • Build appropriate relations with others • Avoid conflict • Communicate effectively • Balance others' feelings with business needs • Consider the needs of others

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How do you typically respond when a colleague comes to you with a problem?

• When is it beneficial to keep others at a distance?

• How do you balance the feelings of others with business needs?

• How emotionally engaged do you feel a manager should be with their team?

• What are the benefits and shortcomings of having to work closely with others?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Introverted Valuing one's private time and preferring to work alone

H I G H

R I S K

Unsocial Keeping others at a distance, limiting close relationships, and being generally detached

H I G H

R I S K

Tough Indifferent to the feelings and problems of others, focused on tasks rather than people

H I G H

R I S K

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ID:HC788088

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INSIGHT

SCALE: Leisurely 3 DESCRIPTION The Leisurely scale concerns appearing to be friendly and cooperative, but actually following one's own agenda and quietly but stubbornly resisting those of others.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Leisurely scale suggests he tends to: • Be frank, candid, and direct • Disclose more personal information than needed • Let others know his views on issues • Be too candid • Enjoy telling it like it is

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How do you feel when you are interrupted?

• How do you hide your feelings when annoyed?

• How transparent are you about your priorities and agenda?

• How accommodating are you to the requests of others?

• Describe your approach to attending to your own priorities.

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Passive Aggressive Overtly pleasant and compliant, but privately resentful and subversive regarding requests for improved performance

H I G H

R I S K

Unappreciated Believing that one's talents and contributions are ignored; perceiving inequities in assigned workloads

H I G H

R I S K

Irritated Privately but easily irritated by interruptions, requests, or work-related suggestions

H I G H

R I S K

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ID:HC788088

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HOGANDEVELOP

INSIGHT

SCALE: Bold 20 DESCRIPTION The Bold scale concerns seeming fearless, confident and self-assured, always expecting to succeed, unable to admit mistakes or learn from experience.

S C O R E I N T E R P R E TAT I O N Mr. Sample score on the Bold scale suggests he tends to: • Seem humble and unpretentious • Seem reluctant to challenge himself and others • Be willing to admit his mistakes • Not promote his agenda forcefully • Have modest career aspirations

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How do you assert your position in meetings?

• How confident are you in your ability to deliver on challenging projects?

• Should everyone be treated equally, regardless of their contributions or performance?

• Describe your typical reaction to a colleague dominating a meeting or project.

• What is the appropriate level of assertiveness to display in the workplace?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample unique personality characteristics.

Entitled Feeling that one has special gifts and accomplishments and, consequently, deserves special treatment

H I G H

R I S K

Overconfidence Unusually confident in one's abilities; belief that one will succeed at anything one chooses to undertake

H I G H

R I S K

Fantasised Talent Believing that one has unusual talents and gifts and that one has been born for greatness

H I G H

R I S K

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SCALE: Mischievous 98 DESCRIPTION The Mischievous scale concerns seeming bright, attractive, adventurous, risk-seeking, and limit-testing.

S C O R E I N T E R P R E TAT I O N Mr. Sample score on the Mischievous scale suggests he tends to: • Seem impulsive and risk-seeking • Seem witty, charming, and possibly manipulative • Sometimes over-promise and under-deliver • Think his mistakes will always be forgiven • Ignore policies and procedures when they are inconvenient

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• What is your view on rules and regulations?

• How do you persuade others to do something they otherwise might not do?

• How do you handle mistakes that you make?

• What role should charm play in business discussions?

• Describe your approach to making commitments to projects you are not sure you can deliver on.

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Risky Prone to taking risks and testing limits; deliberately bending or breaking inconvenient rules

H I G H

R I S K

Impulsive Tending to act impulsively without considering the long-term consequences of one's actions

H I G H

R I S K

Manipulative Machiavellian tendencies--using charm to manipulate others and no remorse about doing so

H I G H

R I S K

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ID:HC788088

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HOGANDEVELOP

INSIGHT

SCALE: Colourful 79 DESCRIPTION The Colourful scale concerns seeming gregarious, fun, entertaining, and enjoying being in the spotlight.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Colourful scale suggests he tends to: • Seem lively and entertaining • Believe others find him attractive • Be noisy and disruptive • Talk more than he listens • Seek opportunities to be noticed

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How do you respond to attention from others?

• How active a role do you play in meetings?

• How do you work to share credit for successes?

• How do you respond to others being dramatic at work?

• Do you prefer to focus on one project or several projects at one time?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Public Confidence Expecting others to find one's public performances fascinating and not knowing when to be quiet

H I G H

R I S K

Distractible Easily distracted, minimal focus, needing constant stimulation, confusing activity with productivity

H I G H

R I S K

Self-Display Wanting to be the centre of attention and using dramatic costumes and gestures to attract attention to oneself

H I G H

R I S K

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ID:HC788088

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SCALE: Imaginative 75 DESCRIPTION The Imaginative scale concerns seeming innovative, creative, possibly eccentric, and sometimes self-absorbed behaviour.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Imaginative scale suggests he tends to: • Seem clever, curious, and creative • Generate ideas that are not implemented • Become absorbed with his own ideas • Offer impractical solutions • Come up with complicated solutions that are hard to understand

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How frequently should organisations innovate?

• How do you gather buy-in for your ideas?

• How do you balance creativity with practicality?

• Describe your approach to process improvement.

• How unique should an individual strive to be?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Eccentric Expressing unusual views that can be either creative or merely strange; tendency to be absorbed in these ideas

H I G H

R I S K

Special Sensitivity Believing that one has special abilities to see things others do not and understand things others cannot

H I G H

R I S K

Creative Thinking Believing that one is unusually creative, easily bored, and confident in one's imaginative problem-solving ability

H I G H

R I S K

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SCALE: Diligent 1 DESCRIPTION The Diligent scale concerns being hardworking, detail-oriented, and having high standards of performance for self and others.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Diligent scale suggests he tends to: • Not pay close attention to details • Have a somewhat relaxed attitude toward rules and procedures • Miss deadlines • Not plan his work very carefully in advance • Seem somewhat disorganised

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How do you decide what work or projects should be delegated to others?

• Describe the performance standards you place on yourself and others.

• How do you balance the quality of a work product with the need for completion?

• When is it appropriate for yourself or others to put in extra hours to get a project done?

• What is the typical explanation for deadlines you miss?

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Standards Having exceptionally high standards of performance for oneself and others

H I G H

R I S K

Perfectionistic Perfectionistic about the quality of work products and obsessed with the details of their completion

H I G H

R I S K

Organised Meticulous and inflexible about schedules, timing, rules, and procedures

H I G H

R I S K

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SCALE: Dutiful 5 DESCRIPTION The Dutiful scale concerns seeming to be a loyal and dependable subordinate and organisational citizen.

S C O R E I N T E R P R E TAT I O N Mr. Sample's score on the Dutiful scale suggests he tends to: • Not worship authority • Seem honest but incapable of blind loyalty • Do things his way • Be a maverick • Appear willing to challenge the boss

DISCUSSION POINTS The discussion points below are designed to facilitate discussion with a coach or feedback provider to explore assessment results and reflect on opportunities for development based on the context of the participant's role.

• How much respect should upper management be afforded?

• How do you make sure to keep your boss happy?

• How often do you consult with your boss before making decisions?

• How do you balance the needs of management with that of your team or subordinates?

• Describe your approach to expressing disagreement with your boss.

SUBSCALE COMPOSITION The subscales below should be interpreted by a certified coach or feedback provider. They are designed to provide more detailed insight into Mr. Sample's unique personality characteristics.

Indecisive Overly reliant on others for advice and reluctant to make decisions or act independently

H I G H

R I S K

Ingratiating Excessively eager to please one's superiors, telling them what they want to hear, and never contradicting them

H I G H

R I S K

Conforming Taking pride in supporting one's superiors and following their orders regardless of one's personal opinion

H I G H

R I S K

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